3.
Define and attract <ul><li>Define the job and person required – Job Analysis </li></ul><ul><li>Attract the right applicants - Recruiting (internal or external). Ensure that the ad placed is reflective of what you defined in the “Job Analysis” </li></ul>

5.
Attracting the right people <ul><li>To assist we are in the process of making standardised ads for each position which will be based on best practices </li></ul><ul><li>Publish the advertisement . Some of your options are: </li></ul><ul><ul><li>Newspapers – national or suburban </li></ul></ul><ul><ul><li>Professional / industry magazines </li></ul></ul><ul><ul><li>Internet job boards </li></ul></ul><ul><ul><li>Your website or your association’s site </li></ul></ul><ul><ul><li>Radio </li></ul></ul><ul><ul><li>Notice boards </li></ul></ul><ul><ul><li>Email circulars - newsletters </li></ul></ul><ul><ul><li>Mail box drops </li></ul></ul><ul><ul><li>Work your network </li></ul></ul><ul><ul><li>Job fair </li></ul></ul><ul><ul><li>Notice in account mail outs </li></ul></ul>

6.
Attracting the right people <ul><li>Take a marketing approach to your recruitment efforts. </li></ul><ul><li>Always caste your net wide – don’t settle for the first person that walks through the door </li></ul><ul><li>Brainstorm ways to advertise your position. Don’t just rely on a newspaper advert. Think outside the squares </li></ul>

7.
Initial Screening <ul><li>View all CV’s/applications forms </li></ul><ul><li>If you have received CV’s and the applicant appears to be someone you are interested make the fill in an application form. </li></ul><ul><li>An Application Form is more efficient, it collects the information you want – CVs only give you the information the applicant wants you to have. </li></ul><ul><li>Once application form has been returned select applicants who you think would best suit the position and your company </li></ul><ul><li>See application form </li></ul>

8.
Validate info/reference check <ul><li>Reference checking at this stage give you a more objective view of the client, you don’t have an emotional attachment to the person </li></ul><ul><li>Let the referee know that this may take as long as 10 minutes </li></ul><ul><li>Structuring the reference checks will increase the accuracy of your information: </li></ul><ul><ul><li>Confirm the information provided by the applicant, such as employment dates. </li></ul></ul><ul><ul><li>Get the referees’ views of the applicants in terms of the essential performance factors e.g. sales ability, attention to detail etc. Ask them to rate the applicant on a scale from excellent to good, fair and poor. </li></ul></ul><ul><ul><li>Ask leading questions </li></ul></ul>

9.
Validate info/reference check <ul><li>Other questions you could consider are: </li></ul><ul><ul><li>• How did this person perform relative to other people in this position? </li></ul></ul><ul><ul><li>• Would you re-employ them if you had an opening? </li></ul></ul><ul><ul><li>• Why did they leave your company? </li></ul></ul><ul><ul><li>• The applicant is applying for XYZ position; in yoru opinion is he/she qualified and able to do the job? </li></ul></ul><ul><ul><li>• What was their attendance like? </li></ul></ul><ul><ul><li>• Did they respect company property? </li></ul></ul><ul><ul><li>See reference check form </li></ul></ul>

10.
Telephone interview and psychometric testing <ul><li>Conduct a 15 - 20 minute preliminary interview via phone (email applicant prior to organize a suitable time for them)‏ </li></ul><ul><li>See telephone interview form </li></ul><ul><li>Why use psychometric testing </li></ul><ul><ul><li>Employment tests provide an objective, unbiased assessment of personal attributes and abilities. These personal attributes and abilities have been found to be a good indicator of likely performance in a variety of positions. They also provide insights that show where further investigating or checking should be done. The test reports provide interview questions and reference probes for this purpose. </li></ul></ul><ul><ul><li>Most managers’ hire on what a person can do, but will always terminate, or have problems based on who they are! </li></ul></ul>

13.
Main Interview <ul><li>Behavioral questions ask how an applicant has responded and behaved in past situations . They always start with, “tell me about a time…” or “give me an example of what you did…” etc. </li></ul><ul><li>Examples </li></ul><ul><ul><li>Describe to me how you organise your day to ensure you complete all your tasks? (Listen for a system). When does this system fail you and why? </li></ul></ul><ul><ul><li>Tell me about a time when a colleague asked for help while you were in the middle of a very important task? What did you do? </li></ul></ul><ul><ul><li>Have you ever had to deal with an angry customer? Explain the situation and the outcome. </li></ul></ul>

14.
Main Interview <ul><li>Situational questions ask how applicants would respond to a specific situation. These questions usually start with “what would you do…” or “how would you react to…” etc. </li></ul><ul><li>Examples </li></ul><ul><ul><li>What would you do if a customer complained about the quality of his or her service? </li></ul></ul><ul><ul><li>Your manager has asked you to stay for the next shift as there is a large customer inflow, but you have a prior arrangement. What would your response be? </li></ul></ul><ul><li>Knowledge questions - ask applicants about their understanding and knowledge on specific aspects of the job. These questions usually start with, “do you know…” or “what experience do you have…” etc. </li></ul>

15.
Main Interview <ul><li>Successful Interviewing = Good Questions + Listening Skills </li></ul><ul><li>Active listening involves: </li></ul><ul><ul><li>• Paraphrasing to state in your own words what you think the person has said </li></ul></ul><ul><ul><li>• Asking questions (probing) to indicate interest and clarify understanding </li></ul></ul><ul><ul><li>• Using appropriate non-verbal communication like making eye contact, </li></ul></ul><ul><ul><li>nodding your head and showing interest. </li></ul></ul><ul><li>CONTROLLING THE INTERVIEW </li></ul><ul><li>• Referring to the time you have allowed for the interview </li></ul><ul><li>• Politely interrupting the applicant and asking a job-related question. </li></ul><ul><li>Every candidate must be asked the same questions. </li></ul>

16.
Screen high performers/decision time <ul><li>Use an Applicant profiling form – compare apples with apples </li></ul><ul><li>Don’t select the best from a bad bunch. Be prepared to start again. </li></ul><ul><li>Advise all unsuccessful candidates immediately. </li></ul><ul><li>Ensure your employment agreement and or contracts are signed off </li></ul><ul><li>Before the person starts, instigate an induction program. </li></ul><ul><li>Start an employee appraisal program from day one. </li></ul><ul><li>Make your team the best they can be! </li></ul><ul><li>Use performance management </li></ul>